For the next 10 years - CONSULTATION DOCUMENT for the Long-term Plan - Taupo District Council
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for the next 10 years CONSULTATION DOCUMENT for the Long-term Plan 2018-28
Contents Why we want you to have your say! 3 What happens with my feedback? 3 Consultation events 3 Our Long-term District Strategy for 2018-2028 4 Our services and activities 6 Our Financial Strategy 7 Keeping rates affordable and sustainable 7 Looking after the assets we have 8 while maintaining levels of service Prudent management of our investments 8 and borrowings What’s happening in your area 10 Rates for different property types 12 Our Infrastructure Strategy 13 Population and demographic change 13 Protecting the health of our communities 14 and the environment Maintaining and renewing our infrastructure 15 Resilient infrastructure 15 Knowledge gaps 15 Planned infrastructure spending 2018-28 (in millions) 16 Tell us what you think 17 Improving traffic flow through Taupō’s CBD 17 Upgrading Acacia Bay’s water supply 19 Working to reduce wastewater spills 21 Submission form 25
2018-28 LONG TERM PLAN
Why we want you What happens with my
to have your say! feedback?
Every three years we seek feedback on our draft 10-Year When you make a submission you will be given the option
Plan that outlines the services, key projects and initiatives on whether you want to present your view to the Council
we plan on delivering for our community. This document in person. If you do we will book a time for you to attend a
outlines some of the key issues we want your feedback on. public meeting during the week of April 30- May 6. You will
It’s just as important to let us know the things you support be given up to 10 minutes to present your submission and
as well as the things you don’t as what you tell us will guide answer any questions. Hearings in Turangi and Mangakino
our future decision making. will be arranged if there are sufficient numbers. Alternatively,
you may wish to present your view to the Council
You can have your say in the following ways:
electronically e.g. conference call. Please let us know if you
- taupo.govt.nz wish to present in this way.
- 10yearplan@taupo.govt.nz All submissions will be considered by the Council regardless
of whether you want to be heard or not. Final decisions will
- Call into your nearest council office
be made in May. All submissions will be made available to the
- Drop into one of these sessions below. public via the Council website, including your personal details.
This time we are seeking your feedback on three issues:
Improving traffic flow through Taupō’s CBD (pages 17-18), Upgrading Acacia Bay’s water supply (pages 19-20) and working to
reduce wastewater spills (page 21).
Consultation events
We are planning a number of opportunities for you to come and chat with us about our proposed plans. To find out more visit
our website taupo.govt.nz, call into one of our customer service centres, email 10yearplan@taupo.govt.nz or give us a call
on 0800 ASK TDC (0800 275 832). We’d love to see you there!
Taupō Day Date Time
Acacia Bay Community Hall Tuesday 20 March 5 - 7pm
Kinloch Community Hall Thursday 22 March 4 - 6pm
Our Customer Service Centre 46 Horomatangi St Saturday 24 March 12 - 2pm
Our Customer Service Centre 46 Horomatangi St Thursday 29 March 12 - 2pm
Taupō Library Thursday 29 March 10 - 11am
Waitahanui Community Hall Thursday 15 March 5pm
Turangi Day Date Time
Turangi Library Monday 26 March 4 - 5pm
Mangakino Day Date Time
Mangakino Service Centre Wednesday 21 March 4 - 5pm
Tirohanga Settlers Hall Monday 12 March 7:30pm
Southern end of Lake Day Date Time
Omori & Kuratau Community Centre Wednesday 14 March 5:30 - 7pm
Taupō District Council | LONG TERM PLAN CONSULTATION 3Our Long-term
District Strategy Our district's reputation will be built on the attractiveness
for 2018-2028 of our towns, the diversity of the experiences we offer, and
the friendliness of our people.
Taupō District Council’s vision is ‘To be the most
prosperous and liveable district in the North Island by
2022’.
As your Mayor and Councillors, we want the Taupō District
to be the ‘Heartbeat of the North Island’ not only by its The vibrancy of our district will be created by well-
geographical position but by creating world class, authentic connected communities who work together to create a
and resilient communities that people want to be a part positive, fun environment people want to call home.
of. We want our district to be known for its charm, to be
vibrant, and to also offer a quality experience for both
residents and visitors, while creating real value in what we
offer and by the way we do things. We will work closely and
collaboratively with our partners to ensure the best possible
outcomes are achieved for our community, including iwi,
and to maximise any opportunities. We enable people to prosper by working to keep
unemployment low, housing affordable and ensuring
To help guide our strategy we have used a core set of values
whatever we do is the best it can be.
to underpin our decision making when it comes to the
services and activities we carry out as a council. These are:
The work we do will maintain – and build on – our We will retain and attract residents and businesses by
international reputation as a destination of choice. We will ensuring the district remains affordable and ensuring
promote an excellent quality of life for our residents while the work we do creates a better life for people and their
protecting the natural environment that makes our district families.
so special.
This Long-term strategy continues to align with the goals we
set ourselves in the last Long-term Plan of:
• Ensuring that the Taupō District remains a great place
to live
We will be open and transparent in the way we carry out
our business and offer an experience that is genuine and • Promoting economic development
real. • Protecting our water resources and using them wisely
• Maintaining the quality infrastructure that we have and;
• Keeping rates and debt affordable.
We want to build on the strong foundation we have built
over the past three years.
Our plans, infrastructure and work programmes will be
designed to ensure we are prepared to withstand or recover
quickly from, disasters and/or difficult situations. We will
be flexible and respond quickly to change.
4 Looking after the place we love for the next 10 years.Our services and activities 6 Looking after the place we love for the next 10 years.
2018-28 LONG TERM PLAN
Our Financial Strategy
The strategy continues the focus Council set in the Long-term Plan 2012-22 and 2015-25 on prudently managing our
investments and borrowings, keeping rates affordable and sustainable and looking after the assets we have while maintaining
levels of service.
Keeping rates affordable and sustainable
It is always a balancing act between meeting the wants and In our last Long-term Plan, we had set the limit on rates
needs of our communities whilst keeping rates affordable increases at LGCI +1%. We have increased this by 0.5%
and sustainable. This strategy has been prepared with this as we are proposing a significant capital infrastructure
at the forefront of our thinking. programme.
Rates Local government infrastructure costs, as measured by the
Local Government Cost Index (LGCI) increase at a higher
To help achieve what we think is a good balance we have
rate than the Consumer Price Index (CPI). We believe that
set the following limits on rates:
the limits that we have set for rates still allow us to provide
• Total rates revenue must not exceed 80% of operating for and maintain existing levels of service and to meet any
revenues additional demand for services.
• Rate increases may not exceed the forecast Local
Government Cost Index (LGCI) +1.5%
Rates percentage increase
%
4.10% 4.20%
4.5 3.90% 4.00%
3.70% 3.70% 3.70% 3.80% 3.80%
4.0
3.50%
3.5
3.0
3.40%
2.5
2.65% 2.57%
2.0
2.44% 2.46%
2.27% 2.17% 2.12%
2.12% 2.09%
1.5
1.0
0.5
0
2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28
Financial Strategy Limit (LGCI + 1.5%) Prospective average rates % increase
Taupō District Council | LONG TERM PLAN CONSULTATION 7The strategy outlines the Council’s financial vision for the
next 10 years and the impacts on rates, debt, levels of
Prudent management
service and investments. It will guide the Council’s future
funding decisions and, along with the Infrastructure
of our investments and
Strategy, informs the capital and operational spending for borrowings
the Long-term Plan 2018-28. It identifies the challenges that
we want to respond to with our financial goals. The strategy maintains Councils current prudent and
conservative approach to the management of its
Over the past five years we have been successful in
investments and borrowings to ensure that todays and
implementing the planned financial strategy. Rates have
future generations of ratepayers share both the benefits
been within the limits set in the financial strategies of
and the costs of Council services.
2012 and 2015. Debt has reduced from a peak of $168m
in 2014 to $144m by 2018 and we have maintained our Council has maintained its borrowing limit at 200% of
levels of service. We have continued with our strategy of operating revenue.
selling surplus non-strategic land both as bare land parcels
To read our full Financial Strategy visit taupo.govt.nz.
for private sector development and we have successfully
completed a staged subdivision at Botanical Heights with all
39 sections sold.
Council has maintained its AA credit rating from Standard Capital expenditure by activity
& Poors (S&P). This is reflective of Council’s strong financial
management and budgetary performance. Council’s
strategy is to retain its AA credit rating by ensuring that it $ Millions
operates in a financially prudent manner and stays within
the limits imposed within this financial strategy. 40
40
Looking after the 35
35
assets we have while 30
30
maintaining levels of 25
25
20
service 20
15
15
The Council is tasked with providing good quality local
infrastructure, local public services, and cost effective 10
10
regulatory functions. This strategy is designed to maintain
55
the level of services, facilities and regulatory functions
provided by the Council. 00
2018/19
2019/20
2020/21
2021/22
2022/23
2023/24
2024/25
2025/26
2026/27
2027/28
There are several projects in this Long-term Plan which will
increase the level of service provided to the community
such as the transportation projects relating to improving
traffic flow through Taupō’s CBD.
This Long-term Plan provides for upgrades to the remaining Transport Wastewater Community facilities
water schemes required to meet the New Zealand Drinking
Water Standards which will increase the levels of service to Water Solid waste Stormwater Other
those communities.
8 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
Gross Debt, Investments and Net Debt
200 $ Millions
150
100
50
0
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
2022/23
2023/24
2024/25
2025/26
2026/27
2027/28
Actual gross debt Actual and forecast net debt *
LTP 2018-28 forecast gross debt Actual and forecast investments
* Net debt equals gross external borrowings, less investments (cash, fixed term investments, equities).
Differences between CPI and LGCI
The Consumer Price Index (CPI) is a measure of how much Council spends a large proportion of its total expenditure
household costs change over time. It is determined by on areas of infrastructure, for example on materials that
measuring changes in a “basket” of goods and services that are used to create roads and pipes. These areas use a lot of
a typical household will use- for example, food, furnishings petroleum based products, as well as construction materials
and health services. – all of which are very different to the items used in the
“basket” for the CPI. Therefore, council uses a more relevant
The costs faced by council differ significantly from those
measure – the Local Government Cost Index (LGCI), which is
covered within the CPI “basket”.
made up of items council spends its money on.
CPI LGCI
er Price In rnment Cos
nsum de Gove t In
Co x
cal de
Lo x
food...furnishings... clothing and footwear... roading...pipes...petroleum based products...
communication...recreation and culture...health... construction materials
Taupō District Council | LONG TERM PLAN CONSULTATION 9What’s happening
in your area
Streets upgrade Lakefront and
programme public convenience
Years 2018/19 - 2024/25 development
$187,000 Year 2021-22
$372,000
Whakamaru
Mangakino
drinking Open spaces
water standards upgrade
improvements Year 2018/19
$100,000
2021/22 and 2022/23
$302,000
Creating new
playgrounds
Year 2018/19 and
2019/20- $ 474,000
Turangi-Tongariro
Kuratau erosion National Park
control Gateway
Year 2018/19 -
2027/28 $1.3 million Turangi Year 2019/20
$102,000
Wastewater Open spaces
upgrades upgrades
Years 2018/19 - 2019/20 Years 2018/19 - 2021/22
and 2022/23 - 2023/24 $737,000
$4million
10 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
Drinking
Wastewater water standards
upgrades improvements
Years 2018/19 - 2019/20 Years 2018/19 - 2022/23
and 2022/23 - 2023/34 $7.8million
$7.1million
Kinloch
Footpath construction
Years 2018/19 - 2019/20 $352,000
Northern access Erosion control
upgrades Years 2018/19 - 2027/28
Years 2018/19 - $2.9 million
2024/25 $2.15 million
?
Acacia Bay
water upgrades Taupō Civic
Administration
Building
Years 2018/19 - 2020/21
$4.7 million Years 2018-19 - 2021-22
$15.7 million
Destination
Playground
Years 2019/20 - 2020/21
$484,000
Taupō District Council | LONG TERM PLAN CONSULTATION 11To
see what
Rates for different property types this means for
The table below shows examples of the rates for a range of rating valuations for residential your property visit
properties in Taupō, Turangi, Mangakino, and Kinloch industrial and commercial properties and our rates calculator
rural properties based on what we have planned. at taupo.govt.nz
Examples of rates per type of property
Residential properties - Taupō
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 2017/18 2018/19
Rating valuation $284,000 $284,000 $453,000 $453,000 $565,000 $565,000 $810,000 810,000
CV$ CV$ CV$ CV$ CV$ CV$ CV$ CV$
Targeted rates 1,175 1,233 1,175 1,233 1,175 1,233 1,175 1,233
General rates 962 1,001 1,418 1,448 1,706 1,744 2,338 2,391
Total rates 2,157 2,234 2,592 2,680 2,881 2,976 3,513 3,624
$ change per week 1.48 1.69 1.84 2.15
% change 4% 3% 3% 3%
Residential properties - Turangi
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 2017/18 2018/19
Rating valuation $162,000 $162,000 $186,000 $186,000 $208,000 $208,000 $466,000 $466,000
CV$ CV$ CV$ CV$ CV$ CV$ CV$ CV$
Targeted rates 1,040 1,121 1,040 1,121 1,040 1,121 1,040 1,121
General rates 668 678 729 742 786 800 1,451 1,482
Total rates 1,708 1,799 1,770 1,863 1,827 1,921 2,492 2,603
$ change per week 1.75 1.78 1.81 2.14
% change 5% 4% 5% 5% 4%
Residential properties - Mangakino
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 2017/18 2018/19
Rating valuation $111,000 $111,000 $157,000 $157,000 $218,000 $218,000 $320,000 $320,000
CV$ CV$ CV$ CV$ CV$ CV$ CV$ CV$
Fixed Targeted rates 1,189 1,234 1,189 1,234 1,189 1,234 1,189 1,234
General rates 536 543 655 665 812 826 1,075 1,096
Total rates 1,726 1,777 1,844 1,899 2,001 2,060 2,264 2,330
$ change per week 0.99 1.05 1.13 1.26
% change 3% 4% 3% 3% 3%
Residential properties - Kinloch
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 2017/18 2018/19
Rating valuation $111,000 $111,000 $157,000 $157,000 $218,000 $218,000 $320,000 $320,000
CV$ CV$ CV$ CV$ CV$ CV$ CV$ CV$
Fixed Targeted rates 1,127 1,223 1,127 1,223 1,127 1,223 1,127 1,223
General rates 987 1,006 1,410 1,440 1,706 1,744 2,312 2,365
Total rates 2,114 2,229 2,537 2,663 2,833 2,967 3,439 3,588
$ change per week 2.2299 2.43 2.58 2.88
% change 5% 4% 5% 5% 4%
Industrial Commercial properties
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 2017/18 2018/19
Rating valuation $485,000 $485,000 $800,000 $800,000 $1,100,00 $1,100,00 $2,800,00 $2,800,00
CV$ CV$ CV$ CV$ CV$ CV$ CV$ CV$
Fixed Targeted rates 1,220 1,286 1,574 1,641 2,596 2,722 2,085 2,182
General rates 2,500 2,558 3,962 4,057 6,073 6,222 13,241 13,575
Total rates 3,720 3,844 5,535 5,698 8,669 8,945 15,326 15,756
$ change per week 2.38 3.13 5.3 8.27
% change 3% 4% 3% 3% 3%
Rural properties
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 2017/18 2018/19
Rating valuation $615,000 $615,000 $1,050,000 $1,050,000 $6,115,000 $6,115,000 $10,072,000 $10,072,000
CV$ CV$ CV$ CV$ CV$ CV$ CV$ CV$
Fixed Targeted rates 45 53 45 53 45 53 91 107
General rates 1,835 1,876 2,956 3,026 16,012 16,417 26,462 27,128
Total rates 1,881 1,929 3,002 3,079 16,057 16,470 26,552 27,235
$ change per week 0.94 1.49 7.94 13.13
% change 3% 4% 3% 3% 3%
12 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
Our Infrastructure Strategy
Our Infrastructure Strategy outlines the main themes and Issue 3 – An ageing population on fixed incomes facing
issues that arise from these over the next 30 years, but also increasing infrastructure costs may result in rates that are
how we plan to respond to those. These are: unaffordable for our ratepayers.
We will respond by: Where possible, maintaining current
Population and levels of service by looking at innovative solutions
demographic
change In 2016, 42 per cent of our property
owners did not live in the district
The district’s population will continue to and in 2013, 32 per cent of houses
1
grow to 2038 and will then decline. The were unoccupied. This indicates
urban areas of Taupō town and that about 30 per cent of our
Kinloch will continue to grow housing stock in our district are
until 2038 and then start to Deliver used as holiday homes.
decline. The population services There are large
of Taupō town will Infrastructure variations in the
increase from 24,190 in place for to meet percentage of
in 2013 until it
the future changing holiday homes
peaks at 27,260 in our different
in 2038 before demands settlements.
slowly starting to
decline. In Kinloch
the population 2 For example,
in Taupō about
30 per cent
4
is projected to of the houses
increase from 520 are holiday
in 2013 to 780 Innovative homes, whereas
in 2028 and then in Kuratau,
remain stable. The solutions
Infrastructure Whareroa, and
towns of Turangi and to maintain Omori, about 90
Mangakino have been for projected per cent are holiday
3
experiencing population
current
number of homes.
decline for some time services
and it is projected that this
house- Issue 4 – It is projected
holds that our population will
decline will continue.
decline but there is uncertainty
Issue 1 – New infrastructure is about what the impact will be on
required to cater for growth, primarily in the number of dwellings that need to
Taupō town and Kinloch. be serviced by infrastructure.
We will respond by: Working alongside developers to We will respond by: Providing infrastructure and long term
ensure the infrastructure is in place as required in time for capacity for the projected number of households.
development.
The district’s population aged over 65 years is expected to
nearly double from 5,800 in 2013 (17% of the population)
to 11,100 in the next 25 years (28% of the population).
Issue 2 – An ageing population may drive a change in
demand for the services that we provide.
We will respond by: Delivering services and levels to meet
changing demands.
Taupō District Council | LONG TERM PLAN CONSULTATION 13Over the next 10 years we plan to spend $20.4
Protecting the health of million on upgrading the districts water supplies (in
our communities and the addition to what we are spending on Acacia Bay).
environment Issue 6 – The availability and supply of raw water will
come under increased pressure.
An important part of providing infrastructure is
We will respond by: Taking a more proactive approach
protecting the health of our communities and
to water demand management, by undertaking
ensuring that our use of natural resources
a project in the next six years to evaluate the
and discharges do not adversely affect our
different options and implement the preferred
environment and therefore our attractiveness
option to reduce urban daily household water
as a visitor destination and future economic
consumption. This work will be considered
development.
during the development of a water
Issue 5 – Some of our communities strategy.
may face a health risk without safe
and clean drinking water supplies.
We aim to reduce the impacts our
We will respond by: Ensuring we
infrastructure on the environment
upgrade our water supplies in
wherever possible. However,
line with the timeframes set
environmental requirements
out in water safety plans.
These timeframes are
Safe are increasing and will
continue to become more
drinking
8
developed and prioritised
stringent in the future.
based on risk. Prevent water
Issue 7 – Protection
The contamination of overflows of the environment
the Havelock North to lake will drive increased
water supply in
5
costs for council’s
September 2016
wastewater and
highlighted the
stormwater
7
importance of
discharges.
ensuring that we
provide a safe We will respond
drinking water by: Ensuring we
supply to our are improving our
communities. This is discharges to protect
6
why we a upgrading Improve Reduce water the environment and
our drinking water discharges consumption comply with consent
supplies over the course requirements.
of this plan to prevent this
happening in our district.
Issue 8 – Every year we have
a number of wastewater overflows
Much of our raw water comes from Lake Taupō with many of these entering the lake. This is
where all of the available water has already been unacceptable to the Council and community.
We
allocated. While we have consent to take more want your We will respond by: Increasing our annual
water than we currently distribute we need to feedback. Refer operational budgets to undertake more
ensure we have access to sufficient raw water to page 21 for more preventative work. We have increased our
to provide for population, economic growth information. budget by $2.33 million over the 10 years of
and seasonal variations. This means it will the Long-term Plan for the work to take place.
be increasingly difficult to not only retain our This would be in addition to the $700,000
existing consent volumes but also get consents we currently spend on renewing and repairing
for increased water takes in the future to meet wastewater and sewerage pipes, and the $150,000
this increasing demand. It is likely that any increased we spend on inspecting and cleaning. It would also
demand for water will have to be catered for within our mean we would expect to have less spills to the lake and
existing allocation. we have reflected this in our performance measures.
14 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
Maintaining and Knowledge gaps
renewing our There are some limitations in the information we hold on
our facilities, and our parks and reserves. We lack condition
infrastructure information and are still to develop a strategic direction for
these areas.
The majority of our infrastructure is in good
condition. It is important renewals Issue 11 – We have knowledge
are done at the appropriate time. gaps across facilities, parks and
9
This allows us to get value for reserves which mean we
our money and avoid our are not strategic in our
infrastructure failing,
Planning provision of parks and
Condition for natural reserves and facilities.
resulting in expensive
repairs. It will also assessments hazards We will respond
ensure that there & renewal by: Developing
is no unexpected
interruption
planned separate strategies
for parks and
in service to reserves and
communities. facilities and
Issue 9 – Some improve our
of our assets knowledge and
may be nearing condition of
10
the end - or are facilities.
11
already at the end
- of their useful life
To read our full
and need renewal. Improved Infrastructure Strategy
However, we do not
know how many assets strategies for visit
are potentially affected. parks, reserves taupo.govt.nz
We will respond by: Ensuring and facilities
condition assessments are
programmed for all infrastructure
assets and infrastructure renewal is
planned.
Resilient infrastructure
We need to ensure our communities are resilient should
there be disruption to our infrastructure networks. These
can be from failures in the network, such as a water main
bursting, or from natural hazards such as
flooding and earthquakes.
Issue 10 – The district is vulnerable to a wide
range of events, including natural hazards,
that could cause significant damage and
disruption to council’s services at any time.
We will respond by: Planning for natural
hazards and network failures and build in
feasible contingencies.
Taupō District Council | LONG TERM PLAN CONSULTATION 15Planned infrastructure spending
2018-28 (in millions)
$
Millions
Transport Wastewater Community facilities
$207.9 $195.8 $284.8
CAPEX $59.3 CAPEX $42.6 CAPEX $58
Operational $148.6 Operational $153.2 Operational $226.8
Water Solid Waste Stormwater
$193.2 $57.7 $29.6
CAPEX $72.7 CAPEX $3.5 CAPEX $7.8
Operational $120.5 Operational $54.2 Operational $21.8
16 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
Norman Smith
St / Wairakei Dr
‘merge like a zip’
signs
Tongariro St
& Spa Rd
roundabout
lane changes
Variable signage at
certain times on SH 1 to
direct traffic to other
entrances into Taupō
ALREADY DONE
Tongariro
St left-hand
only turn
Have
your say,
these are the
matters that we want
your feedback on.
Tell us what you think
some short, medium and long term solutions we have
Improving traffic flow included in the draft Long-term Plan.
through Taupō’s CBD Already, we have changed the lane marking at the
merge of Norman Smith Street/Wairakei Drive and have
installed new, improved, 'merge like a zip' signs. We have
And easing congestion at Norman Smith also changed the lanes at the Tongariro Street/Spa Road
Street/Wairakei Drive roundabout approach, by Countdown, to left and right only
Ongoing community frustrations with congestion at to improve traffic flow.
Norman Smith Street last year saw us include $100,000 in The entry into Redoubt Street will be left-hand turn only
the 2017/18 Annual Plan to fast track an investigation into and the exit onto Tongariro Street will be left-hand turn only
traffic movements through the northern part of Taupō’s as well. Variable signage will also be in place at certain times
Central Business District. We also took the opportunity to on State Highway 1 to direct traffic to other entrances into
include roading improvements identified through structure Taupō, to take pressure off Wairakei Drive at peak times.
planning in 2011.
The package of proposed solutions takes into account that
We engaged specialist consultants, Traffic Design Group, to our northern entrance operates as part of our transport
identify options and look into traffic movement as well as network, so doing any one change on its own could cause
factoring in projected population and visitor growth. They issues elsewhere.
also met with a number of community groups, residents
associations and other key stakeholders to gain a better The majority of the proposed projects are to be funded
understanding of the issues. through loans and a subsidy from the New Zealand
Transport Agency.
The outcome was an extensive report on the options
available and suggested timeframes. The report outlines
Taupō District Council | LONG TERM PLAN CONSULTATION 17The proposed solutions are:
Short-term: 1 2 Medium-term:
6
5
7
3 8
4
1 Change the speed limit to 50kph just north of Huka
Falls Road including painted islands and shoulders.
We will be consulting on this as part of our Speed Bylaw
Review in April/May this year.
5 Close the Countdown access to Tongariro Street,
timing and cost to be determined.
2 Design and install threshold treatment at the start
of the 50kph to form a gateway into Taupō from the
north. Year 2018/19. Total cost $127,000. This would be 6 Install traffic lights at the Titiraupenga Street and
Spa Road intersection. Year 2020/2021. Total cost
funded through our minor improvements programme. $649,000.
3 Install traffic lights at the Norman Smith Street/
Wairakei Drive intersection. Year 2018/19. Total cost 7 Install traffic lights at Titiraupenga and Tamamutu
Streets. Year 2021/22. Total cost $502,000.
$479,000.
8 Install traffic lights at the Titiraupenga Street and
4 Install traffic lights at the Spa Road/Ruapehu Street Heuheu Street intersection. Year 2022/2023. Total
intersection. Year 2019/2020. Total cost $422,000. cost $493,000.
Long-term:
9 It has been recommended a new bridge be built downstream from
the Control Gates Bridge. This is seen as a long-term option and
we have included $100,000 in the 2018/19 year to undertake some
investigation work.
9
10 Install traffic lights at the intersection of Paora Hapi and
Gascoigne Streets. Year 2023/2024. Total cost $424,000.
11 Install traffic lights at the intersection of Paora Hapi and Ruapehu
Streets. Year 2024/2025. Total cost $526,000.
1210 We
11 12 Investigation into removing the Spa Road
Roundabout and realign Tongariro Street.
Year 2024/25. Total cost $172,000.
would like
your feedback
on the following
*Please note figures quoted include inflation.
options.
Option 1 Option 2
Preferred: Complete the programme as described above. This Do nothing, status quo remains. This would
option would result in improved traffic flow at the northern mean there would continue to be traffic flow
entry to Taupō. The impact of rates on this option is shown in issues at the northern entry to Taupō during peak
the table below. The average rate impact is $7 per annum. times and would not result in an additional rate increase.
2018/19
2019/20
2020/21
2021/22
2022/23
2032/24
2024/25
2025/26
2026/27
2027/28
Average rate impact $ $4.08 $4.80 $4.80 $4.80 $7.47 $7.47 $9.19 $9.19 $9.19 $9.19
18 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
Upgrading Acacia Bay’s water supply
Option 1: Build a new water treatment
plant in Acacia Bay.
Estimated total cost: $6.2 million. We will raise a
loan to fund this project.
Estimated annual operating cost: $185,000
(excludes interest and depreciation).
For this option, we would need to buy land for a new
water treatment plant and ensure it had the capacity for
growth. We would continue to take water from Lake Taupō
and would treat it to the same standard of drinking water
quality as the Taupō water treatment plant.
Risks
• Potential for higher than planned costs or difficulty in
Meeting the drinking water acquiring a suitable site to locate a new water treatment
standards plant.
• Difficulty and additional costs in obtaining the required
Providing safe, clean drinking water to our communities consents to construct the new plant.
connected to a council supply is one of our key goals.
• Potential for the visual amenity of the residential area to
We have 19 water schemes around the district and are be lowered; it is proposed that a buffer zone is created
required under legislation to take all practicable steps to around the proposed treatment plant with landscaping
ensure we supply drinking-water that complies with the planting to provide visual screening
Drinking-water Standards for New Zealand. We have
a programme of water treatment upgrades planned • The proposed site and may require additional
over the next 10 years to ensure we can meet this construction works than expected.
requirement. This option would mean that the Acacia Bay and Mapara
So far, we have upgraded the Taupō, Turangi and water schemes would continue to operate and be funded
Mangakino water treatment plants. The next major separately to the Taupō town water scheme.
upgrade is for the Acacia Bay supply.
Option 2 – Connect Acacia Bay and
Mapara Road to the Taupō water
hen we consulted on our last Long-term
W
Plan we signalled there would need to be a
treatment plant
conversation with our communities regarding the Estimated total cost: $4.5 million. We will raise a
funding of all or our water supplies in the future. loan to fund this project.
We are still working on the options however Estimated annual operating cost: $159,000
there is a need to upgrade the Acacia Bay supply (excludes interest and depreciation).
before that conversation is had. This is now likely A new pipeline would be laid from Jarden Mile to the
to form part of the next Long-term Plan. existing reservoir at Reeves Road to supply water to Acacia
Bay from the Taupō water treatment plant. The current
Key issue water intake at Acacia Bay would no longer be required.
Upgrading Acacia Bay’s water supply The existing Taupō water treatment plant can produce 25
Our Acacia Bay water treatment plant supplies water to 742 mega litres per day. Over summer, increased water demand
Acacia Bay / 387 Mapara properties, including those in the sees the plant running at capacity so an upgrade to 30 mega
Mapara Road rural water supply zone. We commissioned litres per day will be required in 2018/19, regardless of
engineering consultants Mott McDonald to assess the whether Acacia Bay and Mapara Road properties connect.
options for meeting the drinking water standards and we The cost to increase the capacity of the Taupō water
are now seeking feedback on the two practicable options treatment plant to 30 mega litres per day is approximately
that were identified. $1.75 million. We will raise a loan to fund this project.
Taupō District Council | LONG TERM PLAN CONSULTATION 19Connecting the Acacia Bay and Mapara Road properties
to the Taupō plant, would result in a total peak demand of
at least 26.5 mega litres per day. The additional capacity Fluoridation
provided by this upgrade will also cater for the continued The debate on whether or not
growth of the Taupō community. fluoride should be added to water
The plant was designed to allow for an increase capacity supplies is a long-standing one and it
to 35 mega litres per day in two separate stages. Based on is an issue that has been recommended to
current growth forecasts, an upgrade to 35 mega litres per be handed to District Health Boards to make a
day if Acacia Bay is connected is not expected to be needed decision on in the future.
until about 2040. A key difference between the current Acacia Bay water
This option would mean that the Acacia Bay and Mapara supply and Taupō’s is that the Taupō supply is fluoridated.
water schemes would become part of the Taupō water If Acacia Bay were to join the Taupō scheme those
scheme. All users within the scheme would fund the properties would also receive fluoridated water.
operational and capital costs associated with this scheme As the responsibility for making the decision on fluoridation
from 1 July 2018. is likely to be no longer under our control, we cannot predict
Risks whether a new water treatment plant for Acacia Bay
would be required to include fluoridation.
• Connection of Acacia Bay and Mapara Road to the
Taupō water supply via a single, lengthy pipeline poses We, like other local authorities, are awaiting the
a risk to water security at Acacia Bay. The reservoir has outcome of the Health (Fluoridation of Drinking
storage capacity of about 24-hours. Water) Amendment Bill introduced by
the Government. This is expected
• If growth in Taupō, Nukuhau, Acacia Bay and Mapara
in the near future.
Road meant a water demand over the 35 mega litre
per day capacity of the Taupō water treatment plant,
there would be a need to consider further supply and
reticulation infrastructure. This risk is mitigated by
Council’s intention to reduce consumption rates over
2017-18
2018-19
2019-20
2020-21
2021-22
Scheme
time.
What does it mean for rates?
Taupō NA $458.21 $461.71 $482.73 $508.64
Option 1: Construct a new water combined
treatment plant in Acacia Bay. The annual change on Taupō, Acacia Bay and Mapara
The rating impact of constructing a new water treatment ratepayers for option 2 (the preferred option) on combining
plant in Acacia Bay to be funded solely by residents in the Acacia Bay and Mapara schemes with the Taupō scheme is
Acacia Bay and Mapara Road schemes is as follows: as follows:
Increase/(-)Decrease in Targeted income
2017-18
2018-19
2019-20
2020-21
2021-22
Scheme
Taupō $1.26 $7.41 $21.10 $30.04
Taupō $447.45 $456.95 $454.30 $461.63 $478.60 Acacia Bay -$9.88 -$104.20 -$323.93 -$479.09
Acacia Bay $545.30 $468.10 $565.91 $806.66 $987.71 Mapara* -$48.47 -$139.15 -$358.28 -$515.32
Mapara* $309.80 $506.68 $600.87 $841.01 $1,023.96
The calculations include allowances for asset depreciation,
*average rate as existing scheme is land value based. interest and operating costs.
Preferred option
Option 2 – Connect Acacia Bay and
The preferred option is to connect the Acacia Bay and
Mapara Road schemes to the existing Mapara Road communities to the Taupō water supply.
Taupō water treatment plant This option has the lowest construction cost and lower
ongoing operational costs. There is also a lower impact on
The rating impact of combining the Acacia Bay and Mapara ratepayers in the Acacia Bay and Mapara Road areas. The
Road schemes with the Taupō scheme is as follows: standalone option is considered too great an increase for
these ratepayers.
20 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
We
want your
feedback.
Option 1: Undertake
additional work to prevent
wastewater spills from our
network
Our preferred option is to increase our annual operational
budgets to undertake more preventative work. We have
increased our budget by $2.33 million over the 10 years of
the Long-term draft Plan for the work to take place. This
would be in addition to the $700,000 we currently spend
on renewing and repairing wastewater each year, and the
$150,000 we spend on inspecting and cleaning each year.
It would also mean we would expect to have less spills
to the lake and we would reflect this in our performance
targets. This option would mean that in 2018/19 year, the
wastewater targeted rate would increase from $701.71 to
$721.06.
Working to reduce Option 2: Continue with the current
wastewater spills programme
We continue our current programme of spending about
Every year, we spend about $700,000 on renewing and $700,000 each year on renewing and repairing wastewater
repairing wastewater pipes, and another $150,000 on pipes, and another $150,000 each year on inspecting and
inspecting and cleaning them in an effort to avoid any cleaning. This option would mean that the wastewater
overflows. targeted rate would be $701.71. Our levels of service under
this option would remain the same.
Despite this, there are still a number of overflows
that happen every year and many of the incidents see Economic development FYI
wastewater enter the lake. We want this to stop.
There is an ongoing issue with people flushing or putting Tourism New Zealand funding –
things down the drains that shouldn’t be there, with, cooking Winter Campaign
fat, wet wipes and tree roots causing the biggest issues.
Last February Ruapehu Alpine Lifts unveiled a plan to
In areas where tree roots have entered the pipes, these transform the Taupō District into New Zealand’s premier ski
items build up quite quickly and cause blockages. Larger destination.
objects our team have found in the system include building
materials, rubbish, clothes, and even curtains! At that time, we approved $100,000 of funding each year
for the next two years to support a Tourism New Zealand
While we are developing a public education programme to campaign that aimed to help the Ruapehu Alpine Lifts gain a
encourage people to do the right thing, we want to invest strong foothold in the Australian tourism market.
more heavily in a preventative maintenance programme
that will allow us to proactively identify any potential trouble The campaign also gained funding support from Ruapehu
areas in a timely way. District Council and Auckland International Airport.
This financial year we will spend an extra $395,000 to In our draft Long-term Plan, we have included $100,000 per
increase the amount of camera surveillance, and we will use annum for another three years to continue supporting the
blockage detection technology to ensure any potential issues partnership as the district’s activities and attractions will
are known of and dealt to early. This is targeting the areas form the key basis of the campaign.
most likely to cause spills to the lake. In the 2018/19 year it will be accompanied by a matching
Next year we want to spend an extra $350,000 to continue contribution of $100,000 from Ruapehu Alpine Lifts,
the work and we have budgeted an additional $220,000 $300,000 from Auckland International Airport, $250,000
a year each year thereafter for an increased ongoing from Tourism New Zealand and $50,000 from Ruapehu
maintenance programme. District Council.
Taupō District Council | LONG TERM PLAN CONSULTATION 21Building a new future - where we are
with our Civic Administration Building
early Friable asbestos detected
17
Decision to relocate employees
Apr New building is the preferred
17 option
May Community consultation to
17 determine preferred options
Decision from community
Jun
feedback to build at yet-to-be
17 determined site
Jul EOI’s sought for leasing a building,
17 site or both
Sep Employees relocated to
alternative premises
17
Oct Area fronting Story Place chosen
17 5 EOIs discounted
Taupō Airport upgrade Nov Masterplan to be developed
Increasing passenger numbers, aging infrastructure, health 17 Initial planning begins
and safety issues and projected tourism growth prompted
us to take a good look at our airport facilities and the
experience we offer to air travellers.
Dec Decision to demolish Lake Terrace
Towards the end of 2017 we prepared a business case to 17 site
the Minister of Transport outlining the need to upgrade
both the terminal building, carpark and entranceways as
Taupō Airport is 50 per cent owned by the Crown.
Jan Demolition starts on Lake Terrace
Since then we have engaged with the Ministry of Business, 18 building
Innovation and Employment and provided a business
plan to the Regional Economic Development Fund
seeking assistance with funding the upgrade. We have Project manager appointed
an opportunity to enhance the visitor experience and Feb Masterplanning new options for
provide a fitting ‘gateway’ to the Central North Island. We 18 cultural, arts and heritage
hope to attract some Government funding to upgrade the
facilities and have allowed $2.5 million in the plan as our
contribution. mid Feedback from community sought
If we are unable to secure external funding, we will need to 18 on options
re-evaluate how we deliver this project.
22 Looking after the place we love for the next 10 years.2018-28 LONG TERM PLAN
Civic Administration Building
Last year we were required to vacate our in time to ask the community for feedback on
former administration building at 72 options as part of this Long-term Plan
Lake Terrace due to a number process. However, late last year
of health and safety issues we recognised an opportunity
including the detection of to take a good look at the
friable asbestos and the wider picture and to
uild
need to undertake ‘do it once and do it
earthquake
strengthening.
During the
i c B right’.
In February, we
approved the
in
development development of
Civ
of the 2017/18 We’ll a masterplan
Annual Plan, be seeking for the area
g
?
we consulted your feedback by the Great
with the Lake Centre
on new building
community to see what
on a number
options later this efficiencies
of different year can be
options, from made, what
refurbishment opportunities
to a new build, can be
with the preferred capitalised
option being to on, and to
build a new building futureproof any
at the Lake Terrace development going
site. However, following forward. We think
feedback the decision was there is a real opportunity
made to build a new building, on to develop a ‘civic heart’ for
a site to be determined. It was also Taupō by including new cultural,
decided to investigate lease options as an arts and heritage facilities to replace the
alternative to self-funding a new building. existing Taupō Museum, but we want to gain a better
understanding of the details, including costs, before we
The majority of staff relocated to five sites in the Taupō
make the decision to seek your feedback. We also want
CBD during the year, and investigations continued into
to further investigate the potential to attract funding
potential sites and funding options. Calls for expressions
from outside sources as has been done in other centres.
of interest from parties who may have been interested
in leasing a building, site or both were made, and there Our aim now is to have the preliminary investigations
were five responses, but all were discounted during the completed by the middle of the year and then come
site selection process in October for various reasons. back to you with the information you need to give
informed feedback to help guide our decision making.
Instead, the council decided to investigate the
This will include options on what is or isn’t included in a
development of the area fronting on to Story Place
new building, costs and timelines. In the meantime, we
near the Great Lake Centre and the library for the new
have included funding of $15.7 million in the plan for a
building as its preferred option. The other two options,
new building as a placeholder.
in order of preference, were to build on the Tuwharetoa
Street carpark or on the former site at 72 Lake Terrace.
It was hoped that the investigations would be complete
Taupō District Council | LONG TERM PLAN CONSULTATION 23Changes to policies: Revenue and Financing Policy
Development Contributions Policy 2018 This policy sets out who pays for the activities that
Council undertakes on behalf of the community and
The effects of growth, particularly the cumulative effects of how these activities will be funded. Our funding policies
development, require Council to incur capital expenditure, are determined having consideration of who benefits,
on behalf of incoming communities, to provide new or intergenerational equity, who contributes to the need
additional services. Funding tools such as development for the activity, distinct funding and the overall impact
contributions, along with others, are essential in meeting of the method of funding. The Revenue and Financing
these needs. Development contributions assist Council to Policy should be read in conjunction with the s101(3)
assign the costs of growth to the time frame in which that considerations report available at taupo.govt.nz.
demand is generated. A Development Contributions Policy
aims to recover infrastructure costs arising from growth The key changes to our existing policy are:
from developers who create the infrastructure need. • We have moved from set percentages for funding
The draft Development Contributions Policy 2018 has been sources to a range of percentages.
reviewed and some changes have been proposed from the • Consolidation of two activities within the economic
policy adopted in 2015. These include: development group.
• Changing funding of reserves from district-wide to • Removed rural fire within the community services group
catchment based (Taupō and Kinloch only). as it is no longer a council function.
• The definitions of ‘growth’ and ‘reserve land’ have been
clarified
Fees and charges
We are required to consult on fees and charges for
• Clarifying when reserves development contributions
regulatory services (animal control, building services,
apply for infill development and;
planning services, and inspection services), water supply,
• The introduction of water contributions in Kuratau, parks and reserves, trade waste and solid waste. These
Omori, and Pukawa. can be found on the council’s website. All fees and charges
include GST. The key changes from 2017/18 to 2018/19 are
Rates Remissions and Postponement summarised below:
Policies Animal management
Council is required to have rates remissions and • Removal of the ‘rural dog other’ category so that all
postponement policies. Each policy outlines the objectives, dogs, other than working dogs, are classified the same.
conditions and criteria specific to that policy including the
information that must be provided when an application is Community Services:
made. The draft policy contains nine policies. • The AC Baths entry fees to increase: from $8 to $10 for
This includes a new rates remission policy for Crown owned an adult, $5 to $6 for a senior/student, child or under 5s
Hydro lakes (with easements to carry out the electricity including non-paying adult for supervision to increase
generation business) that has been added to the current from $4 to $5.
Rates Remission for Lake Taupō Lakebed, Crown owned • There is also an increase to the AC Baths aqua fitness
Hydro Lakes lakebeds (with easements to carry out the class fees and membership fees.
electricity generation business) and Lakeshore Reserve.
The new Hydro Lakes lakebeds (with easements to carry out • Turangi Aquatic Centre entry fees for an adult to
the electricity generation business) rates remission policy increase from $4 to $5.
recognises the significance of public access to the lakes for • The Mangakino Pool entry fees to increase from $3.50
enjoyment and recreational activities. to $4.50 for an adult.
24 Taupō District Council | LONG-TERM PLAN CONSULTATIONSubmission form
How to make a submission
submit
submit
You can make an online submission by going to www.taupo.govt.nz or you may complete the form below. online
online
Submissions open on Monday 12 March and close on 16 April, 2018, 5pm
Please note that your submission (including any personal information supplied) will be made available to the Councillors
and the public.
Hearings have been set down for the week April 30 - May 3
Written submissions to be posted to: 2018. Hearings in Turangi and Mangakino will be arranged if
The Chief Executive Officer there are sufficient numbers.
Taupō District Council If you have indicated that you wish to present your comments
Private Bag 2005 in person, you will be contacted after the submission period
Taupō 3352 has closed to arrange a date/time. You will be given up to
Freepost No. 112497 10 minutes in which to present your submission and answer
Fax 07 378 0118 questions. Please make your written comments as complete
Submissions can also be emailed: 10yearplan@taupo.govt.nz as possible and use the hearing time to highlight the most
important aspects of your submission.
Your details: Submission
Mr Mrs Ms Miss Please provide your feedback on the Consultation Document for
the Long-term Plan 2018 – 28. Tell us the things you support, or
what you don’t, to help guide our future decision making.
Please attach additional pages if required
Name
Improving traffic flow through Taupō’s CBD – what is your
preferred option?
ption 1: Complete the programme as described on
O
Contact details pages 17-18
Postal address Option 2: Do nothing, the status quo remains
Email Comments:
Best daytime contact number
Mobile
If your contact details are provided you will receive an Upgrading Acacia Bay’s water supply – what is your preferred
acknowledgement of your submission option?
Organisation ption 1: Build a new water treatment plant in Acacia
O
Bay
If you are completing this submission on behalf of others
please name the organisation ption 2: Connect Acacia Bay and Mapara Road to the
O
Taupō water treatment plant
Organisation Comments:
Presentation
Do you wish to present your submission to the Council in Working to reduce wastewater spills – what is your preferred
person at a hearing? option?
Yes No ption 1: Undertake additional work to prevent
O
wastewater spills from our network
Option 2: Continue with the current programme
If ‘Yes’ where would you prefer to be heard? Comments:
Taupō Turangi MangakinoIndependent auditor’s report on Taupo District Council’s
Consultation Document for its proposed 2018-28 Long-Term Plan
I am the Auditor-General’s appointed auditor for Taupo District Council (the Council). Section 93C of the Local Government Act 2002
(the Act) requires an audit report on the Council’s consultation document. We have done the work for this report using the staff and
resources of Audit New Zealand. We completed our report on 1 March 2018.
Opinion
In my opinion:
• the consultation document provides an effective basis for public participation in the Council’s decisions about the
proposed content of its 2018-28 long-term plan, because it:
¡ fairly represents the matters proposed for inclusion in the long-term plan; and
¡ identifies and explains the main issues and choices facing the Council and district, and the consequences of
those choices; and
• the information and assumptions underlying the information in the consultation document are reasonable.
Basis of opinion
We carried out our work in accordance with the International Standard on Assurance Engagements (New Zealand) 3000 (Revised):
Assurance Engagements Other Than Audits or Reviews of Historical Financial Information. In meeting the requirements of this
standard, we took into account particular elements of the Auditor-General’s Auditing Standards and the International Standard on
Assurance Engagements 3400: The Examination of Prospective Financial Information that were consistent with those requirements.
We assessed the evidence the Council has to support the information and disclosures in the consultation document. To select
appropriate procedures, we assessed the risk of material misstatement and the Council’s systems and processes applying to the
preparation of the consultation document.
We did not evaluate the security and controls over the publication of the consultation document.
Responsibilities of the Council and auditor
The Council is responsible for:
• meeting all legal requirements relating to its procedures, decisions, consultation, disclosures, and other actions
associated with preparing and publishing the consultation document and long-term plan, whether in printed or electronic
form;
• having systems and processes in place to provide the supporting information and analysis the Council needs to be able to
prepare a consultation document and long-term plan that meet the purposes set out in the Act; and
• ensuring that any forecast financial information being presented has been prepared in accordance with generally
accepted accounting practice in New Zealand.
I am responsible for reporting on the consultation document, as required by section 93C of the Act. I do not express an opinion on
the merits of any policy content of the consultation document.
Independence
In carrying out our work, we complied with the Auditor-General’s:
• independence and other ethical requirements, which incorporate the independence and ethical requirements of
Professional and Ethical Standard 1 (Revised); and
• quality control requirements, which incorporate the quality control requirements of Professional and Ethical Standard 3
(Amended).
In addition to this report on the Council’s consultation document and all legally required external audits, we have provided
assurance reports on certain matters in respect of the Council’s Debenture Trust Deed and the Planning and Procurement Processes
for a new Headquarters Building. These assignments are compatible with those independence requirements. Other than these
assignments, we have no relationship with or interests in the Council or any of its subsidiaries.
Clarence Susan
Audit New Zealand
On behalf of the Auditor-General, Tauranga, New ZealandYou can also read
